strategies for high performance in integrated employment dr. debra martin luecking...

Strategies for High Performance in Integrated Employment

Dr. Debra Martin Lueckingdluecking@luemarconsulting.com

Catch The Wave!!!

“You are what you repeatedly do. Excellence is

not an event – it’s a habit”

Aristotle

Change the Patternif we are to catch the wave

High Performance Improvement Framework in Integrated Employment

Structure

Processes

Customers

Resources

Learning

ExpectationsPerformance

Alig

nm

ent

IMPACT

Inn

ova

tion

Customers

Skills &Growth

Processes

Resources

High Performance Strategies in

Integrated Employment •Vision

-Leadership-Strategic goals and operating policies

•Culture “shift”-Belief that “Everyone can work regardless of Disability & ---Economic Conditions”-Flexible and respect for innovation -Action- and results-bias to integrated employment

•Structure-Defined process for implementing integrated employment services -Alignment of administrative & programmatic processes-Financing and contracting methods

High Performance Strategies •Resources

-Training and technical assistance- Partner collaboration

•Customer Relations-Job seeker Career Discovery through work-based experiences-Employer and job seeker needs are dually matched and supported

•Employment performance measurement, quality assurance, and program oversight

“Coming together is a beginning,

staying together is progress, and working together is

success”

Henry Ford

High Performance in Integrated Employment

Performance Strategy:RESOURCES

Goodwill Industries of Monocacy Valley, Inc.

Performance Strategy: RESOURCES

Partner Collaboration – Collaboration with key

resource partners as needed by job seekers

Goodwill Industries of Monocacy Valley, Inc.

Goodwill Industries of Monocacy Valley, Inc.

Partner Collaboration

DDA – Leadership staff participating on multiple committees to offer input/suggestions in relation to effective practices in integrated employment Organizational Change forumEmployment First Regulation CommitteeData Collection Committee

Goodwill Industries of Monocacy Valley, Inc.

Partner Collaboration

DORSUtilizing DORS funding to pay for job

development services for DDA funded individualsParticipating in Transition Pilot/MSTC project in

Carroll County – students being exposed to work before leaving school services

Goodwill’s Case Manager is now a certified Benefits Counselor

Recently redesigned Employee Development Services (EDS) training program to focus on specific work related skills development and job search skills

Goodwill Industries of Monocacy Valley, Inc.

Partner CollaborationSchools

2012: Received grant from private foundation in Frederick County to provide career exploration services to students while still in school

29 students have completed a 5 week life skill/job readiness course, completed career assessments and have been linked to internships and/or paid employment before leaving school services

Leadership staff participates in annual Transition Fair Committee to connect with 10th, 11th 12th grade students and their families

Goodwill Industries of Monocacy Valley, Inc.

Partner CollaborationCase Management Staff

Identify individual needs of job seekers starting at intake and throughout year to link them to appropriate resources provided by other community nonprofits

Communicate with Service Coordinators and DORS counselors regularly

Communicate with individual job seekers and their families regularly

Performance Strategy: STRUCTURE

System Realignment -Realignment of administrative and

programmatic systems consistent with the new vision

Goodwill Industries of Monocacy Valley, Inc.

Goodwill Industries of Monocacy Valley, Inc.

System Realignment

2010Stopped accepting new referrals for Sheltered

Workshop program Tried to move existing and new job seekers

into community employment with existing structure

No job placements

Goodwill Industries of Monocacy Valley, Inc.

System Realignment2011

Adopted ACRE Discovery & Assessment process as pre-employment service delivery model

Created Business Developer position and hired from within the agency

Developed “Hot List” process which included the use of a Marketing Script and Positive Personal Profile

4 people placed into jobs

Goodwill Industries of Monocacy Valley, Inc.

System Realignment2012

Restructured department into teams of staff that serve all job seekers, regardless of barrier to employment

Hired new Business Developer with a business background

Began utilizing volunteer opportunities at community sites for discovery/assessment

8 people placed into 10 jobs

Goodwill Industries of Monocacy Valley, Inc.

System Realignment2013

Developing Performance Management PlanDeveloping Staff Training PlanWorking on communication structure14 people placed into 16 jobs YTD

Planned 2014Implement plansMove to Community Learning Model for

service delivery

Presented by: Laura Tieman and Kevin Walker

Organizational Change – Lessons Learned

Background

350 individuals in rural areaNo public transportation Traditional service provider3 Years ago -11 individuals in integrated

employment through “old school” system

***Meeting with Rich Luecking***

Performance Strategy: Vision

Employment Transformation3 Year Goal = 70 placements Year 1 = 15 placements Year 2 = 28 placements Year 3 = 30 placements Total = 73 placements

Current Status Fiscal Year 2013 – 2014

Goals: 30 placements (6/14) & 100 employed (12/14)

15 YTD placements

65 individuals employed

Job retention rate = 82%

Average hours worked per week = 16

Average hourly wage = $8.14

Average employment = 2 years 4 months

No more sheltered work as of December 2013!

Lesson Learned: Invest in Quality Job Development StaffRecruit and hired experienced/specialized

employment staff with sales, marketing, business experience and skills sets

Invest in training and technical assistance

Provide employment staff with the resources and capacity to effectively do their job

Performance Strategy: Structure Performance Strategy: Structure

Performance Strategy: StructurePerformance Strategy: Structure

Lesson Learned: Importance of Good Processes

•Exploration and Discovery•Staff must have positive attitude, believe the job seeker can work and fully understand the job seekers conditions to be successful•Task is not to find the dream job, it is to identify the ideal conditions of employment

•30 Day Action Planning Meetings•More involvement job seeker has in search, greater their investment in finding the ideal job match•Important to keep all team members participating in the process.

Lesson Learned: Importance of Networking75% of jobs come from referrals

People do business with people they KNOW, LIKE, & TRUST

Get involved and stay involved!

Performance Strategy: ResourcesPerformance Strategy: Resources

Performance Strategy: Cultural Shift

Lesson Learned: Training all Staff on Employment 1st

We are all career counselors!We are all responsible for supporting individuals in their

jobsEmployment is an outcome for everyone who wants to workEncourage individuals to still explore their areas of interest

if they are not yet interested in employmentContinue to have on-going discussions about employmentTrain staff on the Employment Process

Performance Strategy: Cultural Shift

Lesson Learned: Adopt a Holistic Approach

Employment is everyone’s job responsibility

Staff have vested interest and want to share in the success

Staff “on-site job supports” is determined by the individual’s employment team – who is the best person for that individual?

Performance Strategy: Cultural Shift

Lesson Learned: Staff Roles Must Change

From “Caregiver” to “Supporter” Understanding and meeting employer

expectationsFlexibility with schedules to get people to/from

work

Performance Strategy: Cultural Shift

Lesson Learned: Educate families and job seekers

Get families & job seeker’s support network involved in the job search

Connect them with other families Address fears of being victimizedDiscuss loss of benefit concernsAddress concerns of failing on the job

Performance Strategy: Customer Relations

Lesson Learned: Importance of Sharing Success Stories

Eddie – Archetype Frameless Glass

Performance Strategy: Customer Relations

Lesson Learned: Sharing Employer Perspective

Paul Webber, Owner Archetype Frameless Glass

“He's never missed a day of work and he's never been late.”

"It's a great way of getting something while giving something back at the same time.”

Performance Strategy:

Customer Relations

Lesson Learned: Recognition of Success 2 Years of Service

Performance Strategy: Vision

Lesson Learned: Importance of Leadership

• Success begins with strong leadership• Education and buy-in• Resources• Strategic Planning• Goal Setting

High Performance in Integrated Employment and Organizational

Change Lessons Learned